Being strategically competitive in today's chaotic and complex global environment requires a different way of looking at how we approach strategic thinking. Leaders who are tasked with strategic responsibility must be attentive, agile, adaptive and innovative thinkers. Four key issues are addressed in this session: Why do organizations need strategic thinkers? What is strategic thinking? Who is a strategic thinker? How can strategic thinking be developed?

A highly interactive seminar, the session begins with an exploration of historical events and its impact on the evolution of strategic thinking. It proceeds with a discussion of an unconventional model of the underlying cognitive clusters that support strategic thinking, followed by five essential attributes of strategic thinkers. The session concludes by delving into the process for strengthening strategic thinking on an individual and team level.

Biography

Dr. Julia Sloan author of the definitive book, Learning to Think Strategically (Elsevier, 2006), is widely recognized for her pioneering work in the application of complex cognitive theory to everyday global strategic thinking practice. Her work draws upon more than two decades of her own expatriate corporate experience in Asia, Africa, the Middle East, Eastern Europe, and the United States working on strategy to align the business agenda with prevailing economic, cultural and social issues. She has lectured at some of the premier academic institutions including: Columbia University, MIT and Harvard University (US); Nanjing University (China); Tokyo University and Keio University (Japan); Singapore University and India Institute of Management (India). She is also a contributing author to Democratic Practices as Learning Opportunities (Sense, 2007). A resident of New York City, Dr. Sloan`s educational background includes a doctorate from Columbia University; master`s studies at Yale University and University of Alaska; and undergraduate studies from Kent State University.

Time Allocation - Topics

25%What is (and is not) strategic thinking?

Key research findings

Historical and global perspectives

25%Who is a strategic thinker?

Triad Model

Five attributes of strategic thinkers

15%How to apply strategic thinking?

Identifying and shattering frames

Challenging assumptions

25%How to strengthen strategic thinking?

Questioning techniques

Embracing polarities

Guide to Participant Selection

Department

Admin

Distrib

Engr

Finc

H.R.

Legal

Mktng

IT

Opr

Plng

Pchsg

R&D

Sales

Senior Executive(Pres, Exec & Sr VP)

2

2

2

2

2

2

2

2

2

2

2

2

2

Executive(VP & Gen'l Mgr)

2

1

1

1

1

2

1

1

1

1

2

2

1

Senior Managers(Div & Reg. Mgrs)

1

1

1

1

1

1

1

1

1

1

1

1

1

Middle Managers& Superintendents

3

3

3

3

3

3

3

3

3

3

3

3

3

APPLICABILITY:

1 indicates primary target audience.

2 indicates a good fit if the level of material is appropriate.

3 indicates (in the opinion of the institute and the faculty) very limited applicability.